Exploring the Relationship of Leadership Effectiveness in Private Higher Education Institutions (PHEIs) on Employee Work Performance: Basis for Development Program

Abstract

This study examined the relationship between leadership effectiveness and employee work performance in Private Higher Education Institutions (PHEIs) using the Five Practices of Exemplary Leadership framework. A quantitative descriptive-correlational research design was employed among 129 full-time teaching and regular non-teaching employees from a selected PHEI in Sta. Lucia, Sta. Ana, Pampanga. Random sampling was used from a population of 193 employees, and data were gathered through adapted survey questionnaires measuring leadership effectiveness and employee work performance. The data were analyzed using descriptive statistics and Pearson correlation. Results revealed that leadership effectiveness was generally high, with an overall mean of 3.53 (SD = 0.46), and that Model the Way obtained the highest rating (M = 3.60, SD = 0.48), while Inspire a Shared Vision obtained the lowest rating (M = 3.48, SD = 0.52). Employee work performance was also rated positively, with an overall mean of 3.37 (SD = 0.69); task performance was stronger than contextual performance. Correlation results showed a significant positive relationship between leadership effectiveness and employee work performance (r = 0.252, p = 0.004). Among the leadership dimensions, Model the Way had the strongest relationship with employee performance (r = 0.307, p < 0.01), followed by Encourage the Heart and Challenge the Process. The study concludes that effective leadership contributes to improved employee performance, particularly when leaders consistently model expected behavior, recognize effort, encourage innovation, empower employees, and communicate organizational direction. The findings served as basis for a development program intended to strengthen leadership practices, feedback systems, empowerment, recognition, and contextual performance in PHEIs.